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| Criterion |  Delivery Value Stream Mapping |  Operations Ivy Lee Method |  Engineering Kanban |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 5-10 min daily | Ongoing | 15-90 min daily |
Participantsdifferent | 4-10 | 1 | 2-12 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Daily Priority List, Completion Notes | Kanban board, WIP policies, Flow metrics | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | LeanFlowWasteDelivery | PrioritizationProductivityExecution | FlowVisual managementDelivery | PrioritizationProductivityFocusExecution |